Case Studies

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Trevor Parker

Recruiting a Customer Services Manager for an Online Retailer

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Case Study: Recruiting a Customer Services Manager for an Online Retailer

Overview

A rapidly growing online retail company faced increasing demand on its customer service helpline. Customer queries included issues with deliveries, product complaints, and general inquiries, and the company needed a dedicated Customer Services Manager to improve efficiency and lead the team. The challenge was to recruit a leader who could drive immediate improvements in customer satisfaction, team performance, and overall operational efficiency.

Challenge

The company’s customer service team was overwhelmed by high call volumes, particularly during peak periods. The absence of strong leadership led to operational inefficiencies, inconsistent responses to customer inquiries, and a drop in customer satisfaction scores. Long response times were common, and team morale was low, exacerbated by a lack of clear direction and increasing staff turnover.

The primary goals for the new Customer Services Manager were to:

  1. Streamline operations to handle high volumes of calls more efficiently.
  2. Improve customer experience by reducing wait times and improving resolution rates.
  3. Lead and develop a diverse team of customer service agents.
  4. Implement scalable processes to support continued growth.

Recruitment Process

The recruitment was led by NorthCo in partnership with the company’s HR team. The process was designed to ensure the right match for both operational requirements and cultural fit:

  1. Defining the Role: NorthCo worked closely with company leadership to outline the key responsibilities and qualifications needed for the role. This included strong experience in managing customer service operations in high-pressure environments, proficiency in CRM systems, and a history of improving service metrics. Leadership and team-building skills were also prioritised.
  2. Candidate Sourcing: A multi-channel recruitment strategy was employed, including job board advertisements, LinkedIn outreach, and utilising NorthCo’s network of customer service professionals. The search focused on candidates with experience leading teams in fast-paced, customer-focused environments.
  3. Screening and Interviewing: Candidates were evaluated based on their technical abilities and leadership qualities. The interview process included assessments of their experience in handling high call volumes, managing teams, and driving performance improvements through data and technology. NorthCo focused on candidates who demonstrated an ability to revitalise underperforming teams and create sustainable processes.
  4. Cultural Fit: To ensure the selected candidate would thrive in the company’s environment, NorthCo organised informal meetings between candidates and various team members. This helped gauge their alignment with the company’s values and approach to customer-centric operations.

Selection of the Candidate

After an extensive search, a candidate with over 10 years of experience in customer service leadership was selected. This individual had a proven track record of transforming underperforming teams and implementing data-driven strategies to enhance customer satisfaction and operational efficiency.

Outcome

The new Customer Services Manager quickly made an impact by implementing several key initiatives:

  • Team Reorganisation: The customer service team was divided into specialised groups, each focusing on specific types of inquiries, such as deliveries, returns, and product support. This increased agent efficiency and reduced response times.
  • Technology Enhancements: An upgraded CRM system was introduced, automating routine tasks such as order tracking and status updates, freeing up agents to handle more complex issues.
  • Training and Development: Regular training sessions were introduced, improving the team’s ability to resolve customer issues on the first call. The new manager also established a clear career progression path, which boosted morale and reduced employee turnover by 15%.
  • Data-Driven Adjustments: By analysing call data, the manager optimised staffing schedules to better align with peak times, reducing average wait times by 30% and improving first-call resolution rates by 20%.

Results

Within six months, the company experienced significant improvements in its customer service operations:

  • Customer satisfaction scores increased from 68% to 85%.
  • Average call response times were reduced from 10 minutes to 3 minutes.
  • First-call resolution improved by 20%, leading to fewer repeat calls and greater efficiency.
  • Employee turnover in the customer service department decreased by 15% due to improved leadership and clearer career development opportunities.

Conclusion

The recruitment of an experienced and proactive Customer Services Manager was a crucial step in transforming the company’s customer service helpline. Through enhanced leadership, operational improvements, and better use of technology, the helpline evolved into a highly efficient operation that improved both customer experience and employee satisfaction. NorthCo’s structured recruitment process ensured that the company found the right leader to deliver immediate and long-lasting results, positioning the business for continued growth and success.

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Trevor Parker

Recruiting a Sales Director to Lead a National Field-Based Sales Team

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Case Study: Recruiting a Sales Director to Lead a National Field-Based Sales Team for AA Warranty Products

Overview

AA Warranty, a leading provider of vehicle warranty services across the UK, faced the need to revamp its national field-based sales strategy to improve business performance and drive sustainable growth. The company sought a new Sales Director to lead its national field-based sales team, comprised of both employed and independent regional sales representatives. The role required a leader who could manage a diverse and geographically dispersed team, restructure the sales approach, improve internal communication, and ultimately deliver a significant increase in sales.

Challenges

  1. Diverse Sales Team Dynamics: The sales team was a blend of employed regional sales reps and independent agents, each with varying levels of engagement, motivation, and performance. Managing and aligning this diverse group presented a significant leadership challenge.
  2. Strained Relationships: A lack of cohesion between the field sales team and head office had led to strained relationships, poor communication, and a disconnect in objectives, which in turn impacted performance.
  3. Unstructured Sales Process: The absence of a clear, structured sales process led to inefficiencies, missed opportunities, and a lack of accountability within the team. Sales reps were often working in silos, leading to inconsistency in customer engagement and follow-up.
  4. Growth Stagnation: AA Warranty’s sales performance had plateaued, and there was a need for fresh leadership to instil motivation, sharpen the sales strategy, and implement changes that could drive both new account openings and improved revenue generation.

Objectives

  • Recruit and onboard a high-calibre Sales Director with the leadership qualities and operational expertise to restructure and lead the national field sales team.
  • Foster better collaboration and communication between the field sales team and head office.
  • Implement a structured sales process to streamline efforts, improve performance, and ensure consistent communication with customers.
  • Increase sales through new account openings and enhanced customer engagement.

Approach

1. Defining the Ideal Candidate

The recruitment process focused on identifying a candidate with proven experience in leading mixed regional teams, specifically within a field-based sales environment. They needed strong relationship-building skills to manage both employed and independent reps, an ability to align team members with strategic business goals, and experience implementing structured sales processes to improve efficiency and outcomes.

The desired Sales Director had to possess:

  • A deep understanding of the automotive or similar industries.
  • The ability to lead and motivate a remote team.
  • Strong skills in relationship management, both with internal teams and external customers.
  • Experience in introducing new products to market and improving sales performance through structured processes.

2. Restructuring the Sales Team

Upon recruiting the new Sales Director, the first priority was to reorganise the team. The Director conducted a thorough assessment of the strengths and weaknesses of the employed reps and independent agents. This led to a strategic realignment where team members were assigned specific territories and target accounts based on their capabilities, ensuring better coverage and focus.

3. Building Relationships

One of the immediate initiatives undertaken by the new Sales Director was to improve relationships between the field-based reps and head office. This was achieved by:

  • Hosting regular, monthly sales seminars to bring together field staff and head office personnel.
  • Encouraging collaboration by inviting head office team members to join the Sales Director and regional reps on customer visits, promoting better understanding and alignment.
  • Implementing open communication channels, where head office staff could offer support and feedback to the field team.

4. Introducing a Structured Sales Process

The Sales Director developed and rolled out a structured sales process that included:

  • A focus on customer segmentation and targeted selling.
  • Clearly defined KPIs and reporting systems for regional reps.
  • The use of an independent outsourced appointment-setting agency to book meetings with new business prospects, ensuring that field reps had a steady stream of opportunities.
  • Enhanced point-of-sale materials and sales training to improve the team’s ability to close deals.

5. Motivation and Incentives

The Sales Director also introduced new incentive structures to motivate the team. Sales targets were aligned with individual capabilities, and bonuses were offered not only for hitting targets but also for meeting qualitative goals such as customer engagement and product knowledge.

Results

Within six months of recruiting the new Sales Director and implementing the above strategies, AA Warranty saw significant improvements across several key metrics:

  • Sales Growth: The company achieved double-digit sales growth, with a substantial increase in new account openings, particularly in underperforming regions.
  • Improved Team Morale: The field-based sales reps reported higher job satisfaction due to clearer direction, better communication with head office, and the new incentive structures.
  • Stronger Internal Alignment: Relationships between the sales team and head office were greatly improved. Head office personnel became more engaged in the field sales process and started to actively participate in customer-facing activities.
  • Enhanced Sales Process: The structured sales process provided better visibility into the sales pipeline, improved forecasting accuracy, and increased the reps’ accountability.

Conclusion

The recruitment of the Sales Director for AA Warranty marked a turning point for the company’s field sales team. By selecting a leader with the right experience and expertise, AA Warranty was able to restructure its sales operations, improve internal collaboration, and deliver impressive sales growth in a relatively short time. The case highlights the importance of aligning team structure, communication, and process to create a cohesive and high-performing sales organisation.

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Trevor Parker

Rebuilding the Finance Function

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Case Study: Rebuilding the Finance Function for a PE-Backed Consumer-Focused Business

Challenge

During an interim assignment for a private equity (PE) backed consumer-focused business, the finance function had lost all credibility, presenting a serious risk to the organisation’s stability. Several critical issues had emerged:

  • Loss of control over ledgers: Debtors were mismanaged, resulting in a significant and ageing debt liability. Despite having ample cash reserves, the finance team consistently failed to pay suppliers on time. This created reputational damage and strained the company’s supply chain.
  • Missed deadlines and inaccurate financial data: The business faced challenges with meeting key accounting deadlines, including year-end filings. Inaccurate financial reporting had also eroded trust with the company’s bankers, further compounding financial risks.
  • Internal disarray: Financial information was both difficult to obtain and frequently unreliable. As a result, department heads resorted to creating their own financial data, leading to discrepancies and confusion, and distorting the overall financial picture.

Solution

NorthCo was engaged to rebuild the finance function entirely from the ground up, and this involved:

  • Key hiring initiatives: We recruited crucial roles, including a Finance Director (FD), a Financial Controller (FC), a Financial Planning & Analysis (FP&A) Manager, and several core processing staff. Each position was filled with experienced professionals with a track record of managing challenging financial environments.

Outcome

Within three months, the following milestones were achieved:

  • Finance Director (FD): NorthCo recruited a highly experienced FD who brought strategic financial leadership to the business. This new FD led efforts to reintroduce robust financial controls, spearheaded improvements in financial reporting, and rebuilt trust with internal and external stakeholders.
  • Financial Controller (FC): The FC took charge of revamping the entire accounting process, focusing on accuracy and compliance. They introduced systematic financial reporting procedures and improved the timeliness of monthly, quarterly, and year-end financial reporting.
  • FP&A Manager: We appointed a capable FP&A Manager to overhaul the company’s financial planning and forecasting. By implementing advanced financial models and conducting thorough performance analyses, they provided invaluable insights into business performance, supporting strategic decision-making.

Outcome Summary

Through strategic hiring, process improvements, and tighter controls:

  1. Restored credibility: The finance function regained the trust of key stakeholders, including investors, suppliers, and bankers.
  2. Timely and accurate reporting: The business met all critical accounting deadlines, and the finance team began delivering reliable and accurate financial information, eliminating internal discrepancies.
  3. Strategic insights for growth: With the newly formed finance team in place, the business was equipped with actionable insights and financial clarity, empowering leadership to make informed decisions that supported the company’s growth objectives.

NorthCo’s intervention stabilised the finance function, transforming it from a weak link into a strong foundation for the company’s future growth and success.

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Trevor Parker

Coaching Success at The Insurance Surgery

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Case Study: Coaching Success at The Insurance Surgery

Background

The Insurance Surgery is a dynamic company in the insurance sector, focused on delivering high-quality insurance solutions tailored to the needs of its clients. During a pivotal phase in its growth trajectory, Tom, the CEO, sought the support of an executive coach to navigate the challenges ahead. He turned to Trevor, an experienced leadership coach known for his immersive coaching style and ability to drive performance improvements.

Coaching Engagement

Tom began working with Trevor over three years ago, recognising the need for guidance in several areas of his leadership journey. Their engagement centred on a thorough understanding of the business, its operational metrics, and the development of a growth-oriented culture within the organisation.

Key Areas of Focus:

  1. Understanding the Business: Trevor made it a priority to immerse himself in The Insurance Surgery’s operations. He invested time in understanding the nuances of the business, identifying critical metrics, and determining ways to enhance performance.
  2. Performance Improvement: With a clear understanding of the company’s key metrics, Trevor worked with Tom to develop strategies aimed at elevating performance across the board. His approach involved challenging Tom to think critically about current practices while encouraging innovative solutions.
  3. Personal Development: Recognising Tom’s occasional struggles with self-belief, Trevor focused on fostering confidence in his leadership abilities. This personal development aspect was crucial, as it empowered Tom to lead the business effectively and decisively.

Challenges and Solutions

Throughout their coaching relationship, there were moments of disagreement on certain challenges presented by Trevor. However, these discussions became opportunities for constructive dialogue, allowing Tom to see different perspectives. This balance of challenge and support proved instrumental in fostering a robust working relationship.

Key Strategies Implemented:

  • Constructive Dialogue: Trevor facilitated open conversations, allowing Tom to express his thoughts while guiding him to consider alternative viewpoints.
  • Performance Metrics: Together, they established a framework for monitoring performance metrics, ensuring alignment with the company’s strategic goals.
  • Culture of Growth: Trevor’s emphasis on creating a culture that prioritises growth and performance not only motivated Tom but also inspired the entire team at The Insurance Surgery.

Outcomes

The partnership between Tom and Trevor yielded remarkable results, both for Tom personally and for The Insurance Surgery as a whole.

  1. Increased Confidence: Tom experienced a significant boost in his self-belief, enabling him to take bold decisions that drove the business forward.
  2. Business Growth: Under Tom’s renewed leadership and with Trevor’s support, The Insurance Surgery achieved substantial growth over the three years, evidenced by improved performance metrics and a stronger market presence.
  3. Enhanced Company Culture: The emphasis on continuous improvement and performance enhancement led to a vibrant culture at The Insurance Surgery, characterised by collaboration, innovation, and resilience.

Conclusion

Tom’s journey with Trevor as his executive coach exemplifies the transformative power of effective coaching in a business context. By immersing himself in the company’s operations, challenging assumptions, and fostering personal growth, Trevor played a pivotal role in Tom’s development as a leader. The Insurance Surgery not only thrived under Tom’s leadership but also established a culture of excellence that will continue to drive its success in the future.

As Tom reflects on his coaching experience, he attributes a significant part of his growth and the company’s achievements to Trevor’s guidance: “Trevor has always taken the time to understand the business, what makes it work, and what we can do to improve it. He has helped me lead the business to the growth we have seen over the past three years.”

This case study underscores the importance of tailored coaching in fostering both individual and organisational success, illustrating how a strong coaching relationship can lead to profound and lasting change.

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Trevor Parker

Stakeholder Management as an Interim Chief Executive.

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Case Study: Interim Chief Executive – Eco City Vehicles Plc (AIM)

Background: Eco City Vehicles Plc, a niche Mercedes-Benz commercial business based in London, was facing a challenging period. The company suffered from low morale, poor customer relationships, and operational disruptions that were impacting its overall performance. Adding to the complexity, the founders, who were executive directors, had not taken any cash off the table during the initial investment. It became highly desirable for the investors to reduce their shareholding, and I was tasked with facilitating this through a further share placing. Appointed by the majority shareholders, chairman, and investors, I led the company’s turnaround as Interim Chief Executive.

Challenges:

  • Low morale: The workforce was disengaged, affecting internal culture and external service quality.
  • Market decline: The business was operating in a sector experiencing a double-digit contraction.
  • Operational issues with TFL compliance: A significant fault in the conversion of Mercedes Vito vehicles to meet TFL requirements was creating operational setbacks.
  • Customer satisfaction issues: The reliability problems stemming from the conversion issues were negatively impacting customer relationships and satisfaction levels.
  • Founders’ shareholding: The founders, who had not taken any financial gains from the initial investment, had a high shareholding that needed to be reduced through new investment.
  • Financial instability: With stagnant revenues and thin margins, the company’s financial position was precarious.

Actions Taken:

  1. Rebuilding the Management Team: I focused on restructuring and revitalising the leadership team, ensuring the right people were in place to address the immediate challenges and position the company for long-term success.
  2. Addressing Initial Engineering Issues: While the fault with the TFL-compliant conversion was not fully resolved, we overcame the initial hurdles, allowing for better operational stability and improved delivery timelines.
  3. Raising Investment: To address the founders’ desire to reduce their shareholding and bring fresh capital into the business, I led a successful share placing involving an institutional investor. This not only facilitated the reduction of the founders’ shares but also brought in essential funding for future growth.
  4. Optimising Sales Mix: By focusing on higher-margin products, we improved the gross margin by 2%, contributing to a stronger overall financial position.

Stakeholder Management:

  • TFL: As the regulatory body overseeing London taxis, I maintained ongoing communication with TFL to update them on our engineering progress and ensure continued compliance.
  • Taxi Unions: Representing a key customer base, the taxi unions required consistent communication to minimise disruption for their members. By being transparent about our progress, we helped manage expectations during the technical challenges.
  • Mercedes Benz: Collaborating closely with the Managing Director of Mercedes Benz Vans UK and Europe, I worked to resolve product issues and ensure their ongoing support for future operations.
  • Manufacturing Partner: By instituting regular reviews with our manufacturing partner, we streamlined the conversion process and reduced operational disruptions.
  • Large Customer Influencers: Key customers who held significant influence over broader market perceptions were engaged directly. Restoring their confidence was vital for rebuilding trust in the brand, particularly after the reliability issues caused by the conversion fault.
  • Nomad and Broker: Managing the Nomad (Nominated Adviser) and Broker was crucial to ensuring that the company remained compliant with AIM regulations and had access to capital markets. I maintained open lines of communication with both parties, providing regular updates on operational progress and financial performance. This transparency ensured their continued confidence in the company’s strategy, enabling smooth execution of the share placing and ongoing support in maintaining investor relations. By working closely with them, I secured the necessary guidance to align our actions with market expectations and regulatory requirements.

Stakeholder Management: Original Investors

The original investors, including the majority shareholders and the chairman, were instrumental in my appointment as Interim Chief Executive. Given their significant investment and long-term interest in the company’s success, managing their expectations was a top priority throughout the turnaround process.

  • Clear Communication: From the outset, I maintained transparent and regular communication with the original investors. This included detailed updates on the company’s financial health, progress in addressing operational challenges, and the impact of key strategic decisions such as the share placing. By keeping them informed, I helped ensure their confidence in the turnaround strategy.
  • Aligning Interests: The original investors were keen to see a reduction in the founders’ shareholding, as the founders had not taken any cash off the table in the initial investment series. I worked closely with the investors to ensure that the share placing achieved this objective, aligning with their long-term financial interests while securing institutional investment for the company’s future growth.
  • Focus on Value Creation: The investors sought a sustainable turnaround that would protect and enhance their investment. By improving the company’s operational performance, increasing margins, and enhancing cash flow, I was able to demonstrate value creation and set the foundation for future profitability, which reassured the investors of the company’s positive trajectory.
  • Leadership Transition Planning: Given their vested interest in the company’s stability, I ensured that the handover of the CEO role to an original director was smooth and well-coordinated. This gave the investors confidence in the continuity of leadership and the company’s ability to maintain its recovery and growth under the new CEO.

In managing the original investors, I struck a balance between addressing their immediate concerns—particularly around shareholding and cash flow—and building a long-term vision for the company’s success, securing their ongoing support throughout the transition.

Outcomes:

  • Revenue Growth in a Declining Market: Despite market difficulties, Eco City Vehicles achieved a 4% increase in revenue, supported by improvements in stakeholder management and strategic sales decisions.
  • Profitability and Cash Flow: The combined effect of better margins and increased operational efficiency led to a doubling of EBITDA and a notable increase in operating cash flow.
  • Founders’ Shareholding Reduced: The successful share placing not only brought in new capital but also allowed the founders to reduce their shareholding, achieving one of the key objectives of the turnaround.
  • Customer Satisfaction Restored: While the engineering issues were not fully resolved, addressing the most critical faults helped restore customer confidence and stabilise relationships.
  • Leadership Transition: Once the company was back on stable footing, I transitioned the CEO role to one of the original directors, ensuring leadership continuity and future success.

Conclusion: Through decisive leadership, effective stakeholder management, and the successful facilitation of institutional investment, Eco City Vehicles Plc overcame significant operational and financial challenges. The company emerged stronger, with improved customer relationships, restored profitability, and a more balanced ownership structure, ready for future growth.

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Trevor Parker

Stabilising Leadership in Times of Transition

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Case Study: Stabilising Leadership in Times of Transition

Client: Private Equity-backed Business
Role: Interim CEO
Sector: Private Equity

Challenge:
The organisation faced significant instability within its management team, complicated by a politically charged environment. The Finance Director was under immense pressure, and several key team members were on the verge of leaving, putting the business at risk during a critical period.

Solution:
Appointed by the private equity partner as Interim CEO, my role was to safeguard their interests while simultaneously managing a highly volatile situation. Despite the complexities, I focused on stabilising the team and addressing operational challenges swiftly and empathetically.

Key actions included:

  • Building strong, positive working relationships with management to foster trust and respect.
  • Navigating political and personal pressures within the company, offering clarity and calm during uncertainty.
  • Engaging team members, alleviating their concerns, and preventing further destabilisation.

Outcome:
My leadership helped to steady a management team on the brink of collapse, stabilising the organisation and restoring confidence among key personnel. The Finance Director later noted that the experience left a lasting positive impact on the team and the business.

He remarked:
“Trevor’s calm, thoughtful leadership and emotional intelligence allowed him to swiftly address key challenges in a highly volatile situation. His ability to engage with people and bring stability to a fragmented team was invaluable. Even now, I seek his guidance in my current role as CFO at another company, and his advice remains insightful and pragmatic.”

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Trevor Parker

Driving Strategic Advantage through Collaborative Planning

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Driving Strategic Advantage through Collaborative Planning at MB&G Insurance

In today’s competitive landscape, the ability to adapt and innovate is crucial for any business, particularly in the regulated insurance sector. Recently, I had the opportunity to co-chair a pivotal planning meeting for MB&G Insurance, a market leader in Motor and Leisure warranty, as they embarked on a key management information (MI) improvement initiative. The aim? To carve out a strategic advantage through enhanced MI coordination across their diverse offerings.

Understanding MB&G Insurance

MB&G has successfully leveraged its position as a market leader in Motor and Leisure warranty to expand into affordable, high-quality insurance cover across various sectors. Their philosophy centres on providing customers with peace of mind, knowing they are supported by fast and friendly experts should they encounter any bumps in the road. This commitment to customer safety and satisfaction drives their need for effective MI management and strategic alignment across departments.

The Challenge of Improvement

As MB&G aimed to elevate its MI capabilities, the annual planning meeting required a fresh approach. The CEO sought to maintain the familiar roundtable format while introducing a refined structure to ensure that the meeting effectively aligned the management team around MI goals. This was no small task; it was essential to create an environment where open dialogue and collaboration could thrive.

A Co-Chairing Approach

Recognising the importance of blending industry expertise with operational insights, the CEO and I decided to co-chair the meeting. His deep understanding of the insurance landscape and regulatory requirements complemented my broad operational experience, creating a dynamic partnership poised to drive meaningful discussions.

To ensure the meeting was productive, I conducted one-on-one sessions with each department head, guiding them in preparing concise seven-slide presentations. These presentations focused on:

  1. Reflections on the past year, highlighting successes and challenges.
  2. Key objectives for the upcoming year.
  3. Specific MI needs to support their departmental goals.

This preparatory work was vital in aligning expectations and ensuring all attendees were ready to contribute.

Structuring the Meeting

The day was carefully divided into two segments to maximise engagement and productivity:

  • Morning Session: We kicked off with a systematic agenda, allowing each department to present their insights and MI requirements. This structured approach provided a clear overview of where each department stood and what was needed moving forward.
  • Afternoon Session: In the afternoon, we shifted to a more relaxed format, fostering open discussion and collaboration. With the groundwork laid in the morning, the CEO and I guided the conversation, ensuring it remained focused on MI improvements while encouraging organic dialogue.

This blend of structure and flexibility not only kept the meeting on track but also cultivated an environment of collaboration and shared purpose.

Achieving Positive Outcomes

The meeting yielded several significant outcomes:

  • Active Participation: The management team, well-prepared from our discussions, engaged fully throughout the meeting. Their concise presentations facilitated focused discussions that yielded actionable insights.
  • Effective Co-Chairing: The partnership between the CEO and myself proved fruitful, allowing us to adapt the meeting flow dynamically while staying aligned with MB&G’s MI objectives.
  • Ongoing Engagement: Following the meeting, attendees expressed interest in further collaboration, requesting our involvement in their departmental planning sessions and one-on-one support to implement their MI strategies.

Conclusion

By co-chairing the planning meeting at MB&G Insurance, we successfully balanced structure and flexibility, ensuring active engagement from the management team. The combination of thorough preparation and a dynamic meeting flow allowed us to achieve key MI improvement objectives, further driving MB&G’s strategic agenda.

As MB&G continues to expand its high-quality insurance offerings, the enhanced MI capabilities will play a crucial role in supporting their mission to provide customers with the peace of mind they deserve. This experience reaffirms the power of collaboration in driving strategic advantage and delivering meaningful outcomes in the ever-evolving insurance landscape.

I look forward to seeing how MB&G leverages these insights to further enhance their operations and continue providing exceptional service to their customers!

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Trevor Parker

Interim CEO Engagement for a Leadership Transformation

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Case Study: Interim CEO Engagement for a Leadership Transformation

Background

In 2023, a well-established company, with a leadership team accustomed to reporting to family owners for over 40 years, faced significant challenges. The organisation struggled to adapt to the pace required by a new institutional investor and grappled with declining demand exacerbated by the UK’s cost-of-living crisis. In this context, Trevor was brought in as an Interim CEO, having been strongly recommended by a former colleague at Harwood Capital.

Objectives

Trevor’s primary objectives were to:

  1. Assess the existing leadership dynamics and operational challenges.
  2. Implement a short-term strategic plan to improve immediate results.
  3. Strengthen the financial control of the organisation by identifying key leadership gaps.
  4. Facilitate effective communication and collaboration within the management team.

Challenges

The company faced several critical challenges:

  • Leadership Transition: The leadership team had limited experience in adapting to the requirements of institutional investors.
  • Financial Management: There was a poor grasp of direct and indirect costs, along with insufficient focus on working capital and cash management.
  • Cultural Resistance: The longstanding familial leadership model had created a culture that was resistant to change.

Actions Taken

  1. Comprehensive Assessment: Trevor conducted a thorough analysis of the organisation’s operational structure, financial performance, and leadership capabilities. He identified key issues such as a lack of control over costs and inadequate working capital management.
  2. Development of a Short-Term Plan: Collaborating closely with the management team, Trevor formulated a comprehensive short-term plan aimed at addressing the root causes of the organisation’s struggles. This plan included:
    • Cost Control Measures: Initiatives to improve oversight of both direct and indirect costs.
    • Cash Management Strategies: Enhanced focus on cash flow management to stabilise financial health.
    • Engagement and Buy-in: Ensured that the entire management team supported the proposed changes, fostering a sense of ownership and accountability.
  3. Strengthening Financial Leadership: Recognising weaknesses in the leadership team, Trevor sourced a highly experienced Interim CFO. This decision was pivotal in enhancing financial control and ensuring a robust financial strategy was implemented.
  4. Communication and Progress Updates: Throughout the engagement, Trevor maintained open lines of communication, providing regular updates to the stakeholders on progress and developments.

Results

Trevor’s engagement as Interim CEO yielded significant improvements:

  • Operational Improvements: The implementation of the short-term plan resulted in noticeable enhancements in the company’s operational efficiency.
  • Financial Stability: The strengthened financial oversight led to improved cash management and cost control, providing a more stable financial footing amid challenging market conditions.
  • Leadership Empowerment: The addition of the Interim CFO and Trevor’s guidance revitalised the leadership team, fostering a collaborative environment that embraced change.
  • Positive Cultural Shift: Trevor’s ability to communicate effectively helped bridge the gap between traditional practices and modern management expectations, facilitating a smoother transition towards a more agile operational model.

Conclusion

Trevor’s expertise and leadership capabilities proved invaluable in navigating the organisation through a critical transitional phase. His strategic insights, combined with a focus on operational excellence and team empowerment, laid the groundwork for sustainable growth.

As a testament to his impact, Jerry Wilson, Partner at Harwood Capital, stated:

“Trevor came strongly recommended. His deep operational skill set and strong people management capabilities resulted in him identifying the root cause of multiple internal challenges and drawing up a short-term plan that the whole management team supported. Trevor is a strong communicator – it was a pleasure working with him, and he kept us updated on progress at every stage. We have no hesitation in recommending you seek Trevor’s leadership and support with any change management or turnaround project – indeed, he’s now considered Harwood’s ‘go-to’ operator for this work across the whole group portfolio.”

This case study exemplifies Trevor’s ability to deliver impactful leadership during times of uncertainty, making him a valuable asset for organisations seeking to navigate change effectively.

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Trevor Parker

Interim Chairman – Motorcycle Manufacturer & Distributer

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Background

A Family office backed motorcycle manufacturing and distribution company, had recently been acquired by Pitalia Capital with the ambition of launching a new line of bikes. However, the business faced significant challenges, including a sharp decline in sales and mounting operational costs. The situation escalated to a point where additional funding was necessary not only to sustain day-to-day operations but also to support new product development, testing, and production.

Recognising the urgency of the situation, Pitalia Capital sought an interim leader to stabilise the business and lay the groundwork for future success. I was approached to step in as the Interim Chairman to address these challenges head-on.

Challenges

  1. Declining Sales: The business was experiencing a significant downturn in sales, threatening its viability and future prospects.
  2. Increased Working Capital Requirements: To keep the business afloat while also investing in new product lines, working capital requirements had soared, placing additional strain on financial resources.
  3. Lack of Leadership: The company required a strong leadership figure to guide it through this turbulent period, implement necessary changes, and build a solid foundation for future growth.

Actions Taken

Upon assuming the role of Interim Chairman, I implemented a series of decisive actions to stabilise CCM Motorcycles:

  1. Immediate Cost Management: I conducted a thorough review of the company’s financials and operations. By identifying areas for cost reduction, I significantly lowered working capital requirements. This allowed the business to operate more efficiently and reduced the cash flow needed to maintain operational stability.
  2. Strategic Leadership: Recognising the need for a permanent leadership figure to steer the company forward, I prioritised the recruitment of a new Managing Director (MD). I led the search for a candidate who not only possessed the necessary industry experience but also aligned with the company’s vision for future growth.
  3. Operational Stability: Through effective management of resources and staff, I ensured that the core business functions remained stable. This involved streamlining processes, enhancing team collaboration, and fostering a culture of accountability and performance.

Results

The actions taken led to a dramatic improvement in operational stability:

  • Reduced Cash Requirements: The substantial reduction in working capital needs resulted in a significant decrease in the additional cash required to sustain the business.
  • Successful Leadership Transition: I successfully recruited a new MD, ensuring a smooth handover of responsibilities. The new leader was equipped with the tools and support necessary to drive the company forward.
  • Strengthened Position: The firm emerged from this challenging period in a stronger and more stable position, with a clear path toward growth and development in the motorcycle market.

Testimonial

“In the world of family investment, not everything goes to plan. We faced a challenging situation with one of our investments, and I turned to Trev to help stabilise the business. From the outset, Trev displayed exceptional leadership and a clear understanding of our needs. He delivered on every objective and went above and beyond by recruiting a new Managing Director. Trev ensured a smooth transition, handing over the business in a stronger, more stable position. His expertise and dedication were invaluable to us during this critical period.”

John Davies
Managing Partner – Pitalia Capital

Conclusion

This assignment exemplifies the critical role of interim leadership in navigating complex business challenges. Through strategic action, focused leadership, and a commitment to operational excellence, I was able to stabilise the investment and set the stage for a brighter future under new management. The experience reinforced the importance of agility and decisiveness in interim roles, ensuring that businesses can not only survive but thrive amidst adversity.

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Trevor Parker

Operational Review of an Online Sports Retailer

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Case Study: Restructuring an Online Sports Retailer

Background

In the dynamic world of online retail, agility and financial health are paramount for sustained success. This case study highlights the journey of a £25 million turnover online sports retailer, founded and run by an exceptionally driven entrepreneur who launched the business from his bedroom. Despite his remarkable commercial instincts and business acumen, the company faced critical financial challenges, with its stock funding and overdraft limits fully utilised. The banking partner was on the verge of withdrawing their facilities, placing immense pressure on the organisation.

The Challenge

The founder’s vision for growth had led to an impressive but precarious operational stance. The business was trading at maximum stock capacity, which hindered its cash flow and increased the risk of insolvency. In light of these pressing challenges, the bank’s potential withdrawal of support necessitated immediate intervention.

Engagement

Recognising the urgency, I was engaged as an advisor to the founder and CEO, also acting as the Chief Restructuring Officer. My first course of action was to meet directly with the bank to address their concerns and outline a plan for business recovery. I proposed a comprehensive business review aimed at reducing the bank’s exposure while improving the financial health of the business.

Strategic Implementation

  1. Business Review: I conducted a thorough analysis of the company’s operations, financials, and market positioning to identify key areas for improvement.
  2. Headcount Reduction: To streamline operations and reduce overheads, I recommended a strategic reduction in headcount. This was carefully executed to maintain morale and ensure operational efficiency.
  3. Cash Preservation Initiatives: Implementing cash-preserving measures was crucial. I introduced cost-saving initiatives across various departments, focusing on non-essential expenditures.
  4. Stock Reduction and Liquidation: An aggressive stock reduction strategy was employed, including liquidation of slow-moving inventory. This not only improved cash flow but also eliminated the need for stock facilities, significantly easing financial pressure.

Results

The implemented strategies led to a remarkable turnaround. Within two years, the business operated successfully without requiring stock facilities or an overdraft. In fact, we managed to generate significant cash reserves, thus stabilising the financial standing of the company.

The successful restructuring also facilitated re-banking the business, establishing a robust partnership with new financial institutions. Ultimately, the business was positioned for a successful exit, allowing the founder to realise the full value of his hard work.

Client Testimonials

The success of this engagement was evidenced by the testimonials received from both a legal advisor and a banking professional, highlighting the collaborative and effective approach taken throughout the process.

Ted Flannigan, Director – Gosschalks Solicitors
“I have worked with Trevor for at least 15 years as a solicitor specialising in Employment Law. During that time, I have assisted him whilst he has been in a variety of roles in different organisations – across several different industry sectors. Notwithstanding that, on each occasion Trevor was in the position where the ‘buck stopped’ with him and he was having to make difficult decisions which had real-life implications for real people working in those organisations. I do, of course, provide such advice to all manner of employers at different levels and in different areas of industry and Trevor I find is not one to ever lose sight of what those decisions are going to mean for people. He is also, I should say, not someone who simply seeks to have his already firmly-held decision rubber-stamped or to have me simply put a legal gloss on a course of action already decided upon. He takes the time to listen and is always interested not just to know the legalities but also my experience of other such scenarios. I think to his credit he always addresses matters with an open mind – even though I know sometimes he is under the sort of pressure that many find difficult to deal with. I would also add, insofar as it is relevant or otherwise, that I have always enjoyed my dealings with him.”

Andrew Russell, Regional Director – Santander Corporate Banking
“As a banking professional with over 22 years of experience, it is refreshing to work with a senior executive who knows what they want from bank facilities and what us bankers require to deliver that. Motivated, direct, and without any edge, Trevor laid out what was needed, enabling us to establish a comfortable working relationship quickly.”

Conclusion

This case study exemplifies the importance of strategic intervention in crisis situations. Through collaborative efforts, focused decision-making, and an unwavering commitment to the company’s success, I was able to guide the online sports retailer towards a sustainable future. The journey not only underscored the resilience of the founder but also highlighted the value of effective restructuring in turning around distressed businesses.

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Trevor Parker

Interim Sales Director – AA Warranty

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Case Study: Interim Sales Director – AA Warranty

Overview: AA Warranty’s sales team was comprised of both employed and independent sales representatives spread across large territories. The independent reps had significant control over their regions but were underperforming due to a lack of structured guidance and support. Additionally, strained relationships between the regional teams and head office further hindered sales growth. The management team had struggled to motivate the independents and align their goals with the company’s objectives.

Challenges:

  • Independent sales reps exhibited inconsistent performance, with many relying heavily on strong recurring revenue streams.
  • There was a lack of a cohesive, structured approach to sales, leading to unfocused efforts across territories.
  • Relationships between regional teams and head office were strained, creating misalignment and hampering collaboration.
  • Motivation levels were low, and existing sales materials and product offerings needed improvement.

Solution: As Interim Sales Director, I implemented a series of strategic initiatives to address these challenges, focusing on restructuring, relationship-building, sales coaching, and process improvements.

  1. Restructuring Within Constraints: I realigned territories where necessary, clarified performance expectations, and introduced incentives for both new business development and recurring revenue growth.
  2. Relationship Building: I worked directly with the independent reps and their clients to strengthen relationships, gain their trust, and motivate them to adopt new strategies.
  3. Product and Sales Material Improvement: I introduced a new product range and improved point-of-sale materials, giving the team more effective tools for client engagement.
  4. Sales Team Coaching and Monthly Seminars: Monthly seminars helped motivate the team, foster stronger connections with head office, and create a culture of collaboration. I also invited head office team members to join these seminars and regional visits, which ultimately transformed relationships and facilitated better alignment.
  5. Head Office Integration: By encouraging head office staff to attend sales seminars and accompany me on regional visits, I bridged the gap between field operations and corporate strategy. Over time, head office employees began to eagerly participate in these events, enhancing collaboration and communication.
  6. Structured Sales Process Implementation: I introduced a structured sales process that provided a clear framework for the regional reps. This structured approach included sales planning, client engagement strategies, sales funnel management, and performance metrics. By organising their efforts, the reps improved time management and prioritised high-value activities, leading to better sales results.
  7. Outsourced Appointment-Setting Agency Initiative: A significant component of the success was the engagement of an independent outsourced appointment-setting agency. This initiative enabled the agency to book appointments for regional reps with new business prospects, effectively giving me greater knowledge and control over the independent reps’ activities. By generating qualified leads, the appointment-setting agency not only streamlined the process for the reps but also contributed significantly to the increase in new account openings. This collaborative approach enhanced accountability and ensured that independent reps had a steady flow of new opportunities to pursue.

Outcome: The combination of structured sales processes, improved coaching, effective collaboration, and the outsourced appointment-setting initiative resulted in significant sales growth across the board. The regional sales reps became more engaged and focused, achieving higher performance levels than before. The strengthened relationship between the regional teams and head office fostered a more cohesive and effective sales operation. The increase in new account openings was a direct result of these initiatives, showcasing the effectiveness of the strategies employed.

Client Testimonial:

Simon Tennyson, Chief Executive – Motorway Direct plc (AA Warranty), remarked:

“I have worked with Trevor on several occasions for over 17 years. His flair for developing sound and commercially viable strategies, sometimes visionary, will make a significant difference to any business, commercial success, and the development of those within the company. He’s an excellent communicator and motivator. When you work with him, you will know that he doesn’t panic and can lead and give sound advice under pressure and in adverse situations.”

This case study highlights my ability to implement comprehensive strategies that drive sales performance and create alignment across teams. By leveraging structured processes, relationship-building initiatives, and outsourced resources, I was able to transform the sales culture at AA Warranty and significantly enhance its overall performance.

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Trevor Parker

Coaching the Group CEO of the British Enterprise Fund

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Client: Steven Waud, Group Chief Executive – British Enterprise Fund

Context:

Steven Waud, the Group CEO of the British Enterprise Fund, had already overseen massive growth under his stewardship, positioning the organisation as a key financial player supporting businesses across the UK. However, with an even more ambitious expansion plan on the horizon, new challenges arose. Balancing the diverse priorities of key stakeholders—ranging from government bodies and investors to the businesses receiving funding—was becoming increasingly complex. Additionally, the internal team, though highly skilled, was not fully aligned to effectively deliver on these ambitious goals. Recognising the need for external insight, Steven sought out my coaching services to help sharpen his leadership approach and ensure the team’s focus on the organisation’s next phase of growth.

Objectives:

  • Aligning the Leadership Team: Steven wanted to bring his team onto the same page, ensuring every member understood and bought into the ambitious growth objectives.
  • Balancing Stakeholder Expectations: Given the complexity of the stakeholder landscape, he needed a strategy to effectively manage varying and often competing interests, while maintaining the organisation’s momentum.
  • Accountability for Execution: There was a pressing need to create a culture of ownership and accountability, driving the team towards decisive action and results.

Approach:

1. Leadership Alignment: Our first priority was to get the leadership team aligned around a unified vision. I conducted facilitated planning sessions where the leadership team was encouraged to articulate the Fund’s long-term goals and the specific milestones required to achieve them. These sessions helped crystallise the key priorities and assigned clear responsibilities to each leader, ensuring no ambiguity in their roles.

One of the most valuable exercises was mapping out the team’s interdependencies, clarifying how each division’s work impacted the overall objectives. This broke down silos and established a stronger sense of collaboration.

2. Managing Stakeholder Priorities: To balance stakeholder expectations, I worked closely with Steven to prioritise and categorise each stakeholder group based on their influence and interest in the Fund’s goals. We developed a communication strategy for each group, ensuring consistent and tailored messaging. This strategic communication not only helped manage expectations but also garnered stronger support from key players.

Steven also realised that it wasn’t just about keeping stakeholders satisfied, but about actively engaging them as partners in the growth journey. Together, we created engagement plans that went beyond status updates—initiating collaborative sessions with stakeholders to co-create solutions, building deeper trust and buy-in.

3. Building Accountability within the Team: To ensure that the ambitious growth plan moved from theory to execution, we instituted a robust system of accountability. I introduced a ‘Mission-Focused Leadership’ approach, where team members were empowered but also held accountable for their respective areas. Weekly reviews, clear metrics for success, and open forums for feedback created a more transparent, results-driven environment.

Steven’s leadership style also shifted during this time. He became more focused on performance management—giving praise where due but also addressing issues quickly and constructively. This sharpened focus allowed his team to act with greater urgency, ensuring that the organisation hit critical milestones on time.

Results:

  • Stronger Team Alignment: The leadership team became far more cohesive, working in unison towards the organisation’s ambitious goals. Through clearer communication and collaboration, they avoided pitfalls that often arise in fast-growing enterprises.
  • Stakeholder Engagement: Stakeholder management evolved from being reactive to proactive. The Fund was now seen as a transparent and collaborative partner by government entities, investors, and supported businesses alike. This helped secure further funding and political support for future growth.
  • Accountability Culture: The team became more action-oriented, with each leader owning their part of the plan. Regular progress reviews and a focus on key performance indicators ensured that the organisation stayed on track, even when challenges arose.

Testimonial:

“It has been a real pleasure first of all meeting Trevor and secondly engaging and working with him. For an ex-military man he is surprisingly empathetic and perceptive. He is also practical and down to earth and seems to be able to get to the nub of an issue pretty quickly. He doesn’t let you off either, you have to show engagement and action and he will hold you to account. If you can persuade him to coach you, and he is selective, then you have done yourself and your business a favour.”
– Steven Waud, Group Chief Executive, British Enterprise Fund

This engagement not only helped Steven and his team align more effectively, but also provided them with a solid framework for executing their ambitious growth plans.

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Trevor Parker

Assessing Product Viability for Follow on Funding

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Case Study: Assessing the Viability of SatCase’s Communications Platform

Background: SatCase, a technology company aiming to combine multiple communication technologies into a single platform, had attracted investment from a small group of private equity (PE) investors. The core product, SATcase™, sought to integrate smartphone technology with global satellite communications, addressing gaps in mobile coverage for industries like oil and gas, emergency services, and adventurers​. Despite the promise of the concept, the project was severely behind schedule, having already gone through three revisions to its plan. Investors grew concerned and requested my assessment of both the project’s roadmap and the ability of the engineering team to deliver.

Challenges: The SatCase project was complex, involving multiple suppliers and technological relationships, including critical partnerships with satellite technology providers like Iridium. The engineering team was highly specialised but was clearly struggling to meet deadlines. This was partly due to the innovative nature of the product, which involved integrating several technologies in a way that had not been done before. The team had been revising the plan in an attempt to accommodate technical difficulties, but it became evident that they were not on track to deliver.

Assessment: After reviewing the revised project plan, it was apparent that while the SATcase™ product had commercial potential, there was a significant risk that the innovation required to bring it to market would be too great. The engineering challenges had been underestimated, and the likelihood of further delays and cost overruns was high. I advised the investors that although the market potential for the product was strong, the risk of the technology being non-viable or too costly to complete was substantial.

Investor Decision: Despite my cautionary advice, the investors decided to back the project one final time, albeit with the condition that I would oversee the project as an interim manager to focus on delivery. I accepted the role but maintained that, at best, the project had a 50/50 chance of success due to the technical hurdles involved.

Outcome: Unfortunately, despite our best efforts, the project was not completed. The technical issues proved insurmountable within the given timeframe and budget. When the time came for investors to decide whether to fund another round, I advised against it. My recommendation was based on the mounting evidence that while the concept was solid, the execution was proving too complex and costly.

Strategic Pivot: While a large contingent of shareholders considered further investment, my independent and trusted advice led some investors to pivot their strategy. Recognising that the SatCase project was unlikely to yield a return, they opted to merge the investment vehicle with an alternative opportunity. This pivot allowed them to make the most of the existing investment framework, redirecting resources toward a more viable venture. By doing so, they preserved the value of the initial investment and positioned themselves for future growth, mitigating the potential loss from the failed SatCase project.

Investor Feedback:

James Eden, Private Equity Investor – Eden Capital
“I have nothing but positives to say about Trevor. So professional, hard-working, and great support to me not just business-wise but also on a personal level. Honest, reliable, and trustworthy, a true gent. I would absolutely recommend Trevor.”

Geoff Broomhead, Private Equity Investor & Business Angel
“I have known and worked with Trevor for 5 years. His ability to think through problems logically and break down complex issues into manageable bite sizes is excellent. His honesty and probity are undoubted, and his would be amongst the first names on my dream management team-sheet.”

Conclusion: Though the SatCase project did not achieve the desired outcome, my role in overseeing its final phase and providing trusted advice allowed investors to pivot and merge the investment vehicle with a more promising opportunity. This strategic shift ultimately preserved the value of their investment, highlighting the importance of recognising when to cut losses and pursue alternative paths. The case serves as a reminder that while technological innovation is exciting, it must be balanced with sound investment judgment and a willingness to adapt when necessary.

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Trevor Parker

Aligning a KPMG Leadership Team Around a Joint Mission

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Client Overview: KPMG UK

KPMG UK, led by a senior executive managing a business composed of several units, found itself in a challenging position. Despite having a team of highly intelligent and capable leaders, they struggled to unite these individuals around a clear, cohesive mission. The lack of alignment meant that while each member contributed significantly, the team wasn’t functioning as a focused, cohesive unit. This resulted in underperformance and missed opportunities for growth across key business units.

The Challenge:

  • Lack of Unified Direction: Although the team was filled with bright, high-performing individuals, they lacked a shared sense of purpose and focus.
  • Limited Accountability: With no clear joint mission, team members were operating in silos, with limited accountability towards collective goals.
  • Suboptimal Performance: This misalignment led to inconsistent performance across business units, preventing KPMG UK from reaching its full profit potential.

Engaging Trev:

The executive at KPMG UK had heard about Trevor’s success in similar businesses and decided to approach him for assistance. Trevor was brought in with a clear mandate: align the leadership team around a shared mission and drive accountability to enhance performance and profitability.

The Solution:

Over a period of six months, Trevor implemented a structured and multi-faceted approach to address the leadership challenges:

  • Strategy Events: Trevor facilitated several in-depth strategy sessions designed to bring the leadership team together. During these events, he guided the team through exercises aimed at clarifying and solidifying KPMG UK’s mission. These sessions helped team members understand their collective purpose and individual roles within the larger vision.
  • Team Alignment: Using his ‘Mission Focused Leadership’ framework, Trevor worked to align the leadership team around clear, shared objectives. He emphasised the importance of working towards a joint mission, where each leader understood how their actions contributed to the overall success of KPMG UK.
  • Performance Reviews: Trevor organised and attended regular performance reviews to ensure ongoing accountability. These sessions provided a structured environment where progress against key performance indicators (KPIs) was measured, and any misalignments or challenges were addressed in real-time.
  • Strategic Guidance: Throughout the engagement, Trevor provided consistent strategic oversight. He helped the team navigate complex business decisions, stay focused on their objectives, and address operational challenges as they arose.

The Results:

By the end of the six-month engagement, the results were transformative:

  • Improved Team Alignment: The leadership team was now working together towards a clearly defined mission, with a shared understanding of their goals and responsibilities.
  • Enhanced Accountability: Each team member was accountable for specific KPIs directly linked to the company’s overarching mission. This clarity significantly improved focus and performance across the team.
  • Profit Growth: The most critical outcome was a significant improvement in profitability across the participating business units. With the team working in unison, KPMG UK was able to capitalise on new opportunities and operate more efficiently.

Client Testimonial:

“My team consists of some very bright, highly intelligent individuals, but I was struggling to get them all focused upon a joint mission. I had seen some of the results Trev was achieving in similar businesses, so I approached him. He ran several team events for me over six months, focusing my team’s minds on our mission, attending regular performance reviews, and strategy sessions. We had great success with this approach, resulting in a much more aligned and accountable leadership team with clear KPIs. Critically, this resulted in a significant profit improvement across the participating business units. If you want to get your team focused upon a joint mission, I highly recommend you consider using Trev to support you.”
— Mike Linter, Global Head of Tax and Legal Services UK and Vice Chair, KPMG UK

Conclusion:

Trevor’s intervention provided the structured support and strategic clarity the leadership team at KPMG UK needed to align themselves with the organisation’s mission. By focusing on accountability, team alignment, and consistent performance management, Trevor helped the client achieve significant profit improvements and a more cohesive leadership team. His approach serves as a powerful case study for any business looking to align high-performing individuals towards a common goal.

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Trevor Parker

Coaching an Ocean Rowing Team for the World’s Toughest Row

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Case Study: Coaching an Ocean Rowing Team for the World’s Toughest Row – New York to London

Background

I was approached by an ocean rowing team preparing to tackle the world’s toughest row, a gruelling 3,700-mile journey from New York to London. The team, consisting of four highly motivated athletes, were determined to push their limits in what would be one of the most physically and mentally demanding challenges of their lives. While they had no shortage of drive and individual capability, it became apparent early on that their ability to function effectively as a unit under extreme conditions needed refinement. My role as their coach was to enhance their team dynamics, particularly how they communicated and responded to adversity during the row.

Initial Assessment

The team members each had strong personal motivations for taking on the row, ranging from testing their physical endurance to raising awareness for environmental causes. However, there was little emphasis on the collective “why” — the shared purpose that would unify them when the inevitable storms, exhaustion, and mental strain would arise. Furthermore, while they were resilient as individuals, their approach to team communication and crisis response under duress was not well-structured. Left unaddressed, these gaps could result in internal conflict, poor decision-making, and, in extreme cases, dangerous situations.

Coaching Approach

1. Establishing a Shared Purpose To create cohesion, we worked intensively on aligning the team’s personal motivations into a collective “why.” This involved discussions on what the success of this journey would mean, not just for them individually, but as a team. Through guided reflection sessions, the team developed a collective vision: they would not just cross the Atlantic to break records or make a statement, but to symbolise resilience, teamwork, and the power of human connection. This unified vision became the foundation of their mental preparation. It would serve as a compass during the most challenging moments, helping to defuse potential conflict and reinforce their commitment to each other.

2. Scenario Planning for Crisis Situations The ocean is an unpredictable environment, and we knew the team would face numerous challenges, from physical exhaustion and dehydration to dangerous weather conditions and technical malfunctions. We devised a comprehensive series of scenario-based drills designed to simulate difficult circumstances the team might encounter. Some of these included:

  • Equipment failure in rough seas.
  • Medical emergencies, such as seasickness or injury.
  • Navigational errors due to fatigue or loss of focus.
  • Prolonged periods of adverse weather, such as storms or unrelenting headwinds.

In each scenario, the team was trained not just to respond practically, but to focus on how they communicated and made decisions under pressure. Clear, concise communication protocols were established to ensure that no matter how tired or stressed they were, they would have a structured way to address and resolve crises.

3. Developing Team Communication Under Stress Through our coaching sessions, we practised various communication techniques designed for extreme environments. The key was to help the team express concerns, frustrations, or suggestions without letting emotions take over. I introduced a “signal system,” a method where, in moments of heightened stress, team members could give clear non-verbal signals to indicate their emotional or physical state without interrupting critical tasks. This method would allow them to acknowledge issues without derailing focus, creating a balanced approach to managing stress.

Additionally, we worked on structured debriefs after each training row. In these debriefs, we focused on what went well, what could be improved, and how the team could better support one another moving forward. The goal was to create a space for honest, constructive feedback while reinforcing the idea that criticism was not personal but a vital part of collective growth.

4. Mental Resilience and Personal Responsibility Each member of the team had their own mental challenges to overcome. For some, it was managing anxiety about the unknown; for others, it was about staying focused during moments of extreme fatigue. We worked on developing individual strategies for coping with stress and exhaustion, such as mindfulness techniques, breathing exercises, and visualisation of success.

Crucially, I helped the team understand the importance of personal responsibility — how each person’s mental and physical state directly affected the group’s success. This was reinforced with the idea that they were not just rowing for themselves but for each other. When fatigue or frustration set in, they needed to be able to shift their mindset from “I’m tired” to “I’m tired, but I need to be strong for my team.”

5. Strengthening Conflict Resolution Tactics Given the close quarters and prolonged periods of stress, it was inevitable that disagreements or tensions would arise. My coaching focused on heading off conflict before it could escalate into something detrimental. We implemented a “pause and reflect” technique: when tensions flared, team members would use a pre-agreed signal to call for a brief, silent pause, allowing them to collect their thoughts before responding. This break in action was designed to reduce knee-jerk reactions and give the team time to refocus on their shared objective.

Results

By the time the team was ready to launch their row from New York, they had not only physically prepared but had also transformed into a highly cohesive unit. They had a clear collective purpose, robust communication systems, and had rehearsed responses to various crisis scenarios.

During the row itself, they faced a number of significant challenges, including severe storms and navigational issues that set them back by days. However, their ability to communicate calmly, make decisions collectively, and return to their shared “why” allowed them to overcome these difficulties without significant internal conflict.

Their success was not only a testament to their physical capabilities but to their ability to function as a team under extreme conditions. The principles of clear communication, mental resilience, and shared purpose allowed them to complete the row in record time, earning global recognition for their achievement.

Conclusion

Coaching this ocean rowing team highlighted the critical importance of aligning personal motivations with a collective mission in extreme environments. By developing their communication and conflict resolution skills, and by preparing them for the mental challenges ahead, we turned a group of talented individuals into a unified, resilient team. This journey underscores the idea that even in the most physically demanding endeavours, it is the strength of the team dynamic that ultimately determines success.

Client Testimonial

Trevor was pivotal in the success of our world’s first expedition, rowing from New York to London and our more recent ocean rows. Although I have had motivated and competent teams, Trevor has helped us focus and align our objectives in a way that reduced issues or confrontation onboard and helped us  develop communication skills to discuss our issues in a clear and productive way without recourse or judgement.

Now, prior to any team expedition, I look to Trevor to help me build a team ethos with aligned objectives, helping the team develop ‘off the pitch’ with softer skills. Something we focus on equally as indepth as the physical skill-sets required to successfully complete the expedition.

Matt Mason, Multiple World Record Ocean Rower.

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Trevor Parker

Coaching a Founder to Regain Focus and Direction

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Case Study: Coaching a Founder and Triathlete to Regain Focus and Direction Using Mission Focused Leadership

Background: The client, a highly motivated individual balancing leadership responsibilities and his love for triathlon career, themselves increasingly overwhelmed. Managing both professional demands and personal goals had become difficult, leading to a loss of focus, motivation, and balance. The lack of clear structure between their work and personal life, along with unaddressed team performance issues, was affecting both their businesses and personal well-being.

Challenges:

  1. Hectic Schedule: The client was struggling to manage competing priorities in a disorganised way, which left them feeling unproductive and unfocused.
  2. Team Performance Issues: There were team members underperforming or demonstrating negative attitudes, which the client was hesitant to address due to concerns about losing key talent.
  3. Loss of Personal Focus: As a triathlete, personal goals had taken a back seat due to growing work pressure, leaving the client demotivated and burned out.
  4. Blurred Boundaries Between Work and Life: The lack of distinction between work time and personal time meant that they rarely felt mentally recharged or able to fully disconnect from business challenges.

Approach: Mission Focused Leadership and The Time System

To address these issues, I introduced the client to the Mission Focused Leadership framework, and particularly its Time System, which divides a leader’s time into four types of days:

  1. Mission Days: Dedicated to high-level strategy, vision setting, and long-term planning. These days are when leaders focus on mission-critical tasks that push their organisation towards its primary goals.
  2. Operations Days: Days spent managing the daily operations of the business. These are essential for staying connected with the team and handling the key elements of the business that need attention.
  3. Buffer Days: These days allow for managing personal admin, day-to-day tasks, and clearing the mind. They act as a catch-all for handling both personal and professional life’s smaller, yet important, tasks.
  4. Regeneration Days: Completely work-free, regeneration days are for recharging, whether through exercise, hobbies, or family time. These are essential for maintaining physical and mental well-being.

Steps Taken:

  1. Structuring Time for Focus and Recharge: The client adopted the Time System, blocking their calendar into Mission, Operations, Buffer, and Regeneration Days. This structure brought clarity to their week, ensuring they spent focused time on long-term strategic work, while also making room for personal regeneration.
  2. Managing and Motivating Problem Employees: Instead of viewing underperforming employees as a liability, we worked on a strategy to positively motivate and refocus them:
    • Open Communication: The client initiated individual discussions to understand each employee’s challenges, whether personal, professional, or role-related. This helped uncover misalignment between roles and strengths, or even personal struggles that affected their performance.
    • Re-defining Roles: Some employees were struggling with roles that did not fully leverage their strengths. The client redefined job responsibilities to better align with their natural abilities and interests, ensuring a more productive and engaged workforce.
    • Offering Support and Growth Opportunities: Instead of punitive measures, the client focused on supporting their team through training and personal development plans. This empowered employees to improve their performance while feeling valued.
    • Fostering Positive Reinforcement: Small but meaningful incentives—such as public praise, development opportunities, and flexible work arrangements—created a culture of positive reinforcement. This not only motivated employees but also improved overall morale and focus.
  3. Separating Work and Personal Time: Buffer Days provided a structure for handling personal admin and smaller work tasks, while Regeneration Days were dedicated entirely to the client’s personal activities, such as triathlon training. By consciously separating work from personal time, they felt more balanced and rejuvenated.
  4. Strategic Leadership Focus: Mission Days allowed the client to focus on their long-term business goals without getting distracted by daily operations. On Operations Days, they could address urgent business matters, delegate more effectively, and ensure the team ran smoothly without their constant input.

Results:

  • Renewed Focus and Energy: By clearly dividing their time between work and personal goals, the client experienced renewed motivation and focus. Triathlon training and family time were no longer overshadowed by work stress, which enhanced their sense of well-being.
  • Improved Team Engagement: The underperforming employees showed marked improvements after receiving clarity on their roles and support for their development. By re-engaging them through positive motivation, the client retained key employees and fostered a more harmonious, productive work environment.
  • Better Leadership Focus: The clear structure of Mission, Operations, Buffer, and Regeneration Days allowed the client to maintain a strategic focus on growing their business, while still having dedicated time for day-to-day operations. This balanced approach improved both their effectiveness as a leader and their overall quality of life.
  • Stronger Work-Life Balance: The client felt more in control of their schedule, with a clear separation between work and personal time. The use of Buffer and Regeneration Days helped them manage the small tasks of life while still ensuring ample time for mental and physical rejuvenation.

Conclusion: The implementation of the Mission Focused Leadership framework and its Time System helped the client regain control of their life, both professionally and personally. By effectively dividing their time into Mission, Operations, Buffer, and Regeneration Days, they were able to focus on high-level strategic work, motivate their team, and reinvigorate their personal passions. As a result, they became a more focused, energised leader, while enjoying a more balanced and fulfilling personal life.

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Muhammad Kashif

Supporting a Confidential Search for an Operations Director

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Client Overview:

Our client, a well-established business, had a highly capable internal HR function adept at managing recruitment processes. However, when they faced the need to replace their Operations Director, the team lacked the bandwidth to conduct the initial search while balancing their ongoing responsibilities. Additionally, due to the sensitive nature of the senior leadership position, the client sought a discreet recruitment process to maintain confidentiality.

The Challenge:

The client required a swift and effective search for an Operations Director, someone who could seamlessly integrate into the existing team and drive continued operational excellence. While the HR team was capable of handling the process, they were stretched thin with daily responsibilities, and the client wanted to avoid disrupting their focus. Moreover, confidentiality was paramount, and handling the recruitment internally posed risks of unintentional exposure.

Our Approach:

NorthCo was engaged to manage the initial stages of the recruitment, specifically taking on the search through to the shortlist stage. Our involvement allowed the client’s HR team to maintain focus on their core duties without diverting resources towards a time-consuming search. By handling the process externally, we also ensured a high degree of confidentiality, preventing any premature revelations that could have caused disruption within the organisation.

Our recruitment specialists took the time to understand the client’s business culture, operational needs, and leadership expectations. We conducted a targeted search, using our extensive network and industry knowledge to identify and approach high-calibre candidates. This was done discreetly, ensuring potential candidates were approached professionally and confidentially, with no risk to the client’s operational flow.

The Outcome:

Within a defined timeline, NorthCo presented the client with a curated shortlist of strong candidates, all of whom met the operational and leadership requirements. The HR team was then able to take over the process from the shortlist stage, managing the final interviews and selection internally.

By partnering with NorthCo, the client successfully maintained focus on their core HR activities while preserving confidentiality throughout the search. Our support enabled them to efficiently fill the Operations Director position with minimal disruption to the business, all while ensuring the right leadership fit for the role.

Conclusion:

This case highlights how outsourcing parts of the recruitment process can be an invaluable strategy for businesses with capable HR teams who need additional bandwidth or confidentiality in high-level searches. NorthCo’s tailored recruitment solutions helped our client maintain internal focus while securing a high-calibre leader to drive their operations forward.

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Trevor Parker

Recruiting an MD for a Niche Automotive Firm

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Recruiting an MD for a Niche Automotive Firm

Challenge

A niche automotive firm, owned by a family office, required a Managing Director (MD) to steer the company’s strategic direction, operations, and growth initiatives. This presented several challenges:

  1. Financial Strain: The previous management team had depleted a substantial portion of the allocated investment funds, necessitating the acquisition of additional capital to stabilise the company.
  2. Broad Skillset Requirement: The ideal candidate needed to possess a wide-ranging skillset, including expertise in international sales, dealer development, service management, manufacturing, branding, and marketing.
  3. Reputation Issues: Due to previous ownership, the company’s reputation had suffered, necessitating a compelling narrative to attract a high-calibre candidate to the role.

Solution

Trevor, our Managing Partner, utilised his renowned M.O.S.T format (Mission, Objectives, Strategy, Tasks) to craft a detailed job description. This structured approach ensured a comprehensive understanding of the skills and experience required for the new MD. The process involved:

  1. Mission: Define the overarching goal for the new MD – to revitalise the company’s market position and ensure sustainable growth.
  2. Objectives: Outline specific, measurable goals, such as increasing market share, improving operational efficiency, and enhancing brand reputation.
  3. Strategy: Develop strategic initiatives to achieve these objectives, focusing on expanding international sales, optimising dealer networks, and implementing robust marketing campaigns.
  4. Tasks: Identify the day-to-day responsibilities, such as overseeing manufacturing processes, managing financial performance, and leading the executive team.

Recognising the difficulty of filling this role, we leveraged our extensive network to identify candidates both within the UK and UK nationals working overseas. We focused on individuals with a blend of automotive industry experience, leadership skills, and a proven track record in driving business growth.

Outcome

Within six weeks, we successfully placed an MD who was eager to return to the UK after years of contracting overseas. The chosen candidate brought a profound understanding of the automotive market and a successful history of leading similar companies to growth and profitability. The new MD’s strategic vision and operational expertise revitalised the company’s prospects, paving the way for significant performance improvements and long-term success.

The MD implemented a series of strategic initiatives that not only stabilised the financial situation but also improved the company’s reputation in the market. Through effective leadership and a clear strategic direction, the company experienced a resurgence in market confidence and operational efficiency, setting a solid foundation for future growth.

Client Testimonial

“In the world of family investment, not everything goes to plan. We faced a challenging situation with one of our investments, and I turned to Trev to help stabilise the business. From the outset, Trev displayed exceptional leadership and a clear understanding of our needs. He delivered on every objective and went above and beyond by recruiting a new Managing Director. Trev ensured a smooth transition, handing over the business in a stronger, more stable position. His expertise and dedication were invaluable to us during this critical period.”

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Trevor Parker

Recruiting a Financial Controller for an Insurance broker

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Challenge

An established insurance firm in the North West was facing a critical gap in its financial leadership, requiring an experienced Financial Controller to oversee its financial operations. Operating in a highly regulated industry, the firm needed to ensure strict compliance with evolving regulations while maintaining accurate reporting. The role required a professional with the expertise to manage the firm’s day-to-day financial activities, streamline reporting processes, and effectively handle regulatory compliance challenges.

The company’s previous financial leadership had been reactive rather than proactive, leading to inefficiencies in its financial processes. This raised concerns about meeting critical compliance deadlines and affected the accuracy and timeliness of financial reporting. Given the tight regulatory environment in which the insurance industry operates, even minor lapses could result in severe penalties, reputational damage, or operational restrictions.

The firm needed to appoint a Financial Controller who could step in quickly, provide strong leadership, and bring the necessary expertise to overhaul the company’s financial operations. This role required significant experience in UK insurance finance and a deep understanding of regulatory frameworks including Cunsumer Duty Reporting.

Solution

We used our extensive network and deep expertise in the insurance sector to identify candidates who met the firm’s specific requirements. Our process began with a detailed assessment of the company’s immediate challenges, financial goals, and regulatory needs. This allowed us to create a precise candidate profile, focusing on those with extensive experience in insurance finance, regulatory compliance, and risk management.

We sourced candidates who had demonstrated success in optimising financial systems and implementing best practices in regulatory compliance. Leadership qualities were also a critical focus, as the company needed a Financial Controller who could not only manage financial operations but also mentor and uplift the finance team.

Through a rigorous selection process, we screened candidates with proven expertise in financial analysis, risk management, and leadership in the insurance sector. Each candidate was evaluated for their ability to implement robust financial controls, streamline reporting, and ensure full compliance with the strict regulatory environment of the UK insurance industry. Within three weeks, we presented a shortlist of highly qualified professionals, from which the company selected a Financial Controller with over 15 years of experience in the insurance sector.

Outcome

The appointed Financial Controller made an immediate impact, swiftly identifying inefficiencies in the company’s existing financial processes and implementing improvements. They optimised financial reporting systems, significantly reducing the time taken to prepare accurate financial statements and enhancing the visibility of key financial metrics for senior management. This provided the company with a more transparent view of its financial health, enabling informed decision-making.

In terms of regulatory compliance, the new Financial Controller proactively reviewed the firm’s adherence to industry regulations. They introduced a compliance calendar and automated processes that ensured the company consistently met regulatory deadlines. This led to an improved relationship with regulatory bodies and a smoother process for audits, reducing the risk of fines or operational disruptions.

The new hire’s expertise in risk management also had a significant impact. By refining cash flow management and forecasting, the firm was able to maintain stronger financial reserves, reducing exposure to financial risks and allowing for more strategic investments. The introduction of tighter controls improved financial discipline across the company, contributing to long-term stability.

Additionally, the Financial Controller took on a leadership role within the finance department, providing mentorship and driving a culture of continuous improvement. This helped foster a more collaborative and proactive team environment, where regulatory compliance became a shared responsibility. The finance team became more efficient and aligned with the company’s broader business goals, further enhancing the firm’s operational performance.

As a result, within a few months of the new Financial Controller’s appointment, the company saw significant improvements in its financial processes, reporting accuracy, and regulatory compliance. The firm is now well-positioned to navigate the complexities of the insurance industry with a more streamlined, compliant, and financially healthy operation.

This case highlights our ability to quickly identify and place top-tier talent, addressing immediate operational needs while setting up our clients for long-term success. Through a tailored approach and an extensive industry network, we delivered a solution that transformed the company’s financial operations and ensured ongoing regulatory compliance.

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Trevor Parker

Honouring a guarantee.

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Honouring a guarantee.

Challenge

We had previously recruited a Financial Controller for our client who could eventually, after 2-3 years step up into a much more senior role. Unfortunately, due to circumstances outside of the control of the client, they needed the FC to step up immediately and certainly within months, this was unrealistic for the incumbent FC.  

Recognising the expectations of the role were significantly above the original brief the client decided that they must increase the package on offer and recruit a replacement for the FC.

Solution

We started a whole new search, and despite this being a new brief at an increased salary, we honoured the original guarantee with no further fee due from the client.

Outcome

Within three weeks, we successfully replaced the Financial Controller with an experienced Finance director.